BigEast Bank (A): Credit Card Approval

Frances X. Frei; Dennis  Campbell

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Case | HBS Case Collection | November 2001 (Revised August 2005)

BigEast Bank (A): Credit Card Approval

by Frances X. Frei and Dennis Campbell

Abstract

BigEast is considering adopting a relationship-centric view in its credit card approval process. This would shift the bank's current practice of analyzing applications based on the merits of a single product to one where the customer's existing relationship is considered in the approval process.

Keywords: Customers; Forecasting and Prediction; Banks and Banking; Data and Data Sets; Managerial Roles; Relationships; Adoption; Banking Industry;

Format: Print

5 pages

Educators Purchase

Citation:

Frei, Frances X., and Dennis Campbell. "BigEast Bank (A): Credit Card Approval." Harvard Business School Case 602-098, November 2001. (Revised August 2005.)

About the Authors

Frances X. Frei

UPS Foundation Professor of Service Management

Technology and Operations Management

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View Publications »

Dennis Campbell

Dwight P. Robinson, Jr. Professor of Business Administration
Unit Head, Accounting and Management

Accounting and Management

View Profile »
View Publications »

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Citation:
Campbell, Dennis, Marshall Meyer, Bonnie Yining Cao, and Dawn H. Lau. "GE Appliances: Implementing Haier’s Made-In-China Management System." Harvard Business School Case 119-099, April 2019. View Details

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Eastern Bank: Innovating Through Eastern Labs

Karen Mills, Dennis Campbell and Aaron Mukerjee

Eastern Bank is a 200-year-old New England mutual bank with a community focus. Eastern specializes in small business lending, having made strategic investments to become the top SBA lender in New England in the midst of the Great Recession, when other banks were pulling back. But with technology threatening to disrupt Eastern’s relationship banking model, CEO Bob Rivers is getting worried. Looking to spur innovation at the bank, he set up meetings at MIT to talk with “fintech” entrepreneurs. In a deliberate quest for innovation talent, Rivers finds his way to Dan O'Malley, co-founder of the payments division at Capital One and, most recently, CEO of a failed online bank. O'Malley agrees to join the bank as Chief Digital Officer, leading product development, customer support, and “Eastern Labs”—a new office enclosed by glass walls and located in the middle of Eastern's main lobby. Rivers provides Labs with $4 million annually—1% of gross revenues—to develop new banking technologies, and promises to help O’Malley spin out his own company if he develops product that can be monetized. O’Malley conducts tests in insurance cross-selling and small business lending, eventually launching a completely automated small business lending product. Rivers keeps the promise by helping O'Malley spin out a bank technology company called Numerated, and secures a 25% equity share for Eastern. But by the time of the spin out, Rivers is reassessing the success of the effort. Did Rivers have the right intrapreneurship model? Did he change the culture at Eastern? Did he make a mistake spinning off Numerated into a separate company? What lessons can he learn for “Labs 2.0”?

Keywords: Banks and Banking; Technological Innovation; Entrepreneurship; Management;

Citation:
Mills, Karen, Dennis Campbell, and Aaron Mukerjee. "Eastern Bank: Innovating Through Eastern Labs." Harvard Business School Case 318-068, October 2017. (Revised April 2019.) View Details

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BigEast Bank (A): Credit Card Approval

Abstract

Citation:

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